Personal Leadership


Personal well-being is crucial for continuous professional development and performance .

Leaders who focus on developing people create the greatest performance. They do this because they know that if the employee doesn't thrive on the personal level, then it's difficult to top perform at the professional.

It's the managers who understand the employees' individual set of values, what drives them, and that can motivate the individual based on this knowledge that succeeds in creating top performances. This is because it develops employees who experience a continuous drive that makes them deliver top performances.

Leadership doesn't come from title or rank

The skilled manager wants the employees to follow. They must believe in you, your and the company's visions, and they must want to take ownership of their own efforts in the process.

The company must make money and the goal is a black bottom line with a positive development curve. It requires leadership and a professionally competent and stable staff who experience meaningful work in a good and healthy working environment. If you, as a leader, manage to create it, you can also maintain and attract some of the market's best profiles.

It's employee profiles that understand and experience that they make a difference every day and that add value to the company. These are profiles that don't slip for a slightly higher salary or increased bonus, but which focus on the whole of being part of a healthy business.

Employees in progress provide

- Mental profits
- Increased personal performance
- Increased customer access
- Increased bottom line

Employees in progress are the key to success

Employees want a meaningful working day where they make a difference. A working day where their full potential is exploited and developed.

We meet many employees when we move in the companies and often experience an untapped potential in many of them. The untapped potential isn't due to evil will on the part of the leader, but often the manager's lack of insight and leadership of the individual. In general, a continuous development of the "personal leadership" competence is really good. It's a win win for everyone.

In the future, employees will be there where you can differentiate yourself as a company. The digital age is equal to high speed. A customer who is dissatisfied can quickly find new opportunities online or in the neighboring company. Future customers will be less loyal if you can't offer anything more than the others can. Human attributes such as intuition, empathy, creativity and negotiating skills can't yet be replaced by systems and robots, and therefore the individual employee's individual performance in relation to each customer becomes crucial in the future. Therefore, your personal leadership is and will be a crucial factor for the company.

Differentiated management develops employees and produces strong teams

How do you manage your employees individually and in teams? How do you work systematically with the development of your own and your employees?

These are essential focus areas. Focus areas that require active management both by yourself and by your employees to achieve that you and your employees develop your full potential. The potential that ensures that you differentiate yourself and your company.

Many companies work in organizational departments. The success of KPI is measured on the individual employee's efforts and the department's own individual goals. It's an inward measurement method that only gives the company value. Employees and customers receive no added value from the measurement.

So how can CPI measurements, if they are there, support the development of the customer and employee relationship. What we focus on becomes ours, so that where you as a company measure, what your employees deliver.

The personal manager speaks to his employee

When did you last stand by the coffee island and talk about your employees?

Self-insight and understanding of others' worldview are two important characteristics of your personal leadership.

When you as a manager have had good communication with your employee, then your employee's condition should be better than before the conversation. Even though the conversation was one of the hard ones. It requires a lot from you as a leader and from your personal leadership. You should be able to convey your messages in a nuanced manner, adapt it to the individual, and your management towards the individual employee is personally adjusted.

The personal leadership requires a self-insight and an understanding that enables you to understand and separate the different realities from one another. The world of din, employee and company.

Personal leadership focuses on:

- Employees in progress in relation to the process they are going through
- What do we want to create
- What obstacles should be removed for it to be possible
- What should be downgraded
- What to prioritize

This presupposes that you, as a leader, can create the path your employees have to play on.

The personal manager draws the path

You must draw an ultra sharp business field (Business Field) that your employees play on. Some need to be pushed to run after the ball, others need to be reminded of the importance of staying within the chalk line. Common is that they need space, trust and support to deliver their optimal efforts on the pitch. An effort that they are responsible for and have ownership of.

It requires the freedom to act within the framework of the course and the confidence of the leader to be able to. Action will always come before attitude.

Communication lies in your personal leadership

Words must make sense. If you stand on the beer box and shout that next year we will grow by 10 million, then remember that you're talking to employees in the real world. Employees who already have a full program. Employees chasing current goals. If not the communication of why, how, who and what is targeted their reality, then you risk losing them. Alternatively, meet resistance before you even get started.

Be specific. There must be names of the task, estimated time and above all priorities. Who does what and most importantly WHY!

- Who will solve the task
- So what should they do?
- Who will take over their duties
- If the task is to be given priority, does the employee feel that the person in question has wasted time on something that was not important in the last six months?

You set the framework, and within it you have created economy and resources. You show confidence that the skilled employees you have set to solve the task fill in the role either alone, in the team or through sparring etc.

"First, the employees see you as a leader they want to follow."

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